How important is customer service when selecting a contingent workforce software solution?

How important is customer service when selecting a contingent workforce software solution?

TABLE OF CONTENTS

The difference between products and solutions →

What is “Software-as-a-Service” without service? →

Measuring strategic value →

Pre-sale indicators of service value →

People-centric customer service →

Unique value of a customer-centric culture →

Conclusion →

THEODORE LEVITT, HARVARD BUSINESS SCHOOL PROFESSOR

“People don’t want to buy a quarterinch drill. They want a quarter-inch hole!”

The difference between products and solutions

In abstract economic terms, a customer never buys a product. By definition, the customer buys the satisfaction of a want, which is defined as value or utility – the total satisfaction derived from a good or service.

Still, in practical terms, all of us buy products. Some satisfy a single need, and others satisfy many during their working lives. But, in business, most products do not completely solve a customer’s problem by themselves. More often, the product forms a core platform which must be combined with professional services and integrated with complementary products to actually provide a solution.

As businesses become increasingly dependent on technologies and, particularly, on a growing spectrum of Software-as-a-Service (SaaS) solutions, they are discovering that the quality of services supporting the core product ultimately determines the solution’s contribution to their success.

Measuring strategic value

Deloitte classifies value delivered and received in three broad categories.

Business Value

The value derived from the offerings that help customers achieve quantifiable business outcomes (e.g. improved operational efficiency, etc.) and justify the investment.

Experience Value

The value derived from the quality of experience delivered, ease of doing business, and depth of relationship established during various touchpoints and interactions (both pre- and post-sales).

Performance Value

The value derived from the solution in terms of quality of the product, utility of features, solution compatibility, user interface and experience, and uninterrupted usage without issues, errors, or bugs.

What is “Software-as-aService” without service?

So why do so many competitive evaluations still focus primarily on product features, functions, and capabilities, with so little regard for the quality and quantity of support services that are essential to ensure the solution meets its potential?

One reason is that service quality is highly subjective and based on customers’ perceptions. Another is that it is very hard to demonstrate in pre-sales situations, as customers attempt to compare and evaluate solution providers.

Fortunately, as the procurement function has become more strategic, companies are assigning more importance to service. And some are even taking an approach, as outlined by Deloitte Consulting LLP, to evaluate service in terms of value received.

With these categories in mind, many CPOs have rightly concluded that the key to unlocking the next level of value is a mindset shift, from confrontational negotiations centered around cost reduction to collaboration with providers focused on unlocking the strategic value of their relationship.

While Business Value and Performance Value can be measured objectively against numerical goals, Experience Value is more subjective. However, purchasing managers can set more realistic service expectations and also better assess a solution provider’s actual service performance through careful analysis of certain pre-sale indicators.

A solution provider’s reputation for service is typically evaluated in two ways: references and industry reviews.

Pre-sale indicators of service value

Because customer service and support are principally delivered after the sale, how can customers evaluate the value of the service component of an anticipated contingent workforce solution? Typically, there are two ways to determine the level and quality of customer service. One is to observe the solution provider’s commitment to pre-sale service. The other is to evaluate the solution provider’s reputation for service it provides its existing customers.

Pre-sales services should go beyond routine product demonstrations. They can include helping to define and build the business case, potential ROI evaluation, and customer readiness and change management assessments. In the pre-sales stage, it is important for customers to consider not only the value of service provided but also the level of supplier engagement and its relevance to post-sale support. To what degree are the individuals and teams involved at the pre-sales stage congruent with those who will deliver services when the sale is completed?

A solution provider’s reputation for service is typically evaluated in two ways: references and industry reviews. While most supplier-selected references can be expected to be positive, they are still useful in establishing parallels between the types and qualities of services you believe you will need, and the services existing customers receive. In fact, in these reference conversations, you may also learn about the importance of services you may not have previously considered.

It is also important to consider how industry analysts perceive the level and quality of customer service potential suppliers provide. While they do not have first-hand experience as a customer, as independent industry experts they can provide very valuable, unbiased insight and perspective.

Treating customers like human beings instead of issues builds a level of trust and goodwill that is valuable to customer retention.

People-centric customer service

In the world of contingent workforce solutions, many companies’ customer service models focus on resolving issues as they happen instead of proactively serving the people who buy and use their products and services. This issue-centric way of thinking overlooks the fact that there is a customer behind the issue, and that customer has a specific experience based on the quality of the service provided.

When service delivery focuses solely on the issue, and not the person affected, it can result in:

• Impersonal provider-customer relationships and interactions

• More customer complaints

• Inability or unwillingness to design products that address real customer needs

In contrast, a people-centric customer service approach has significant benefits for the provider-customer relationship. Not only are providers treating customers like human beings instead of issues, but they’re also building a level of trust and goodwill that is valuable to customer retention.

So many solution providers claim their customers are their number one priority, but when the time comes to deliver, it is clear that many are dropping the ball. Companies who truly take customer service seriously don’t leave things like discovering customer priorities and filling needs to chance. They have a system to make sure they deliver consistently.

Incorporating customer input into the product roadmap is standard procedure for most customer-centric solution providers.

35% of Beeline’s product enhancements are initiated by customers.

100% of Beeline product development includes customer engagement.

Beeline customers think of us as an extension of their teams —and that’s how we think of ourselves.

Unique value of a customer-centric culture

Most importantly, companies looking for a software-as-a-service solution for contingent workforce automation should look for a provider with a customer-centric approach to service delivery -- one who works continuously to give them better value as measured by all three of Deloitte’s criteria – Business Value, Experience Value, and Performance Value.

Below are three ways to evaluate providers objectively and predict whether they are customer-centric or not. Providers who take a customer-centric customer service approach:

1 Conduct regular, in-depth business reviews

2 Demonstrate a deep understanding of the customer’s goals and objectives

3 Close the value loop by incorporating customer feedback into the product roadmap

Conclusion

To maximize the value of any software solution and, in particular, a contingent workforce automation solution, consider how the quality of customer service will affect your program. While all solution providers offer at least a basic level of service and support for their systems, you should look for one with a results-oriented, collaborative, and responsive approach to customer service that extends far beyond the basics to help you maximize the benefits our technology can provide.

Unparalleled service means more than a help desk you can call 24/7/365. It means having a strategic and operational manager, with professional expertise always available, backed by an array of technical teams with specialized skills and responsibilities. Whether your needs are simple or complex, your solution provider should work with you to ensure that you receive the level of support you really need.

Beeline customers think of us as an extension of their teams—and that’s how we think of ourselves. We are available for everything from providing guidance to our customers’ users to helping plan and implement new global program expansions.

If you choose Beeline as your contingent workforce automation partner, we won’t deliver and walk away. For the life of your program, it is our mission to work with you—collaboratively and responsively—to see that you get everything you need to realize the full value of your system. That is our definition of unparalleled service.

Experience the people-first difference